RelativeResourceManager00

RelativeResourceManager00 - Strategic Planning SPA-11-0789...

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GartnerGroup Entire contents © 2000 by Gartner Group, Inc. All rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. GartnerGroup disclaims all warranties as to the accuracy, completeness or adequacy of such information. GartnerGroup shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice. Strategic Planning, SPA-11-0789 C. Natale, M. Light Research Note 11 July 2000 Prioritize Projects Strategically or Suffer the Consequences Many IS/AD organizations attempt to treat every project as a high priority. In a blizzard of e-business projects, adhering to a process will help organizations to be more efficient and more effective. A truism most often honored is that “Project priority should be established based on business value.” Such value can be expressed in various ways such as revenue increase (e.g., from new e-business opportunities), expense reduction (e.g., from streamlining business process via e-commerce), increased customer satisfaction (or retention), return on assets and market share. Unfortunately, because perceived project value differs among business units (BU) where projects are proposed, and vs. where they are staffed and managed, conflict is inherent in prioritization, especially in shared-service environments (see Research Note TU-09-9047: “Minimizing IT Investment Risk Upfront”). Internecine political struggle and favoritism are the
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